Redesigning Knowledge Work
探讨企业如何通过重新设计专家岗位，将部分任务转移给低技能人员或外部合作，以应对人才短缺并提升效率与满意度。
Competitive advantage today increasingly comes from the particular, hard-to-duplicate knowhow of a company's most-skilled knowledge workers: talented (and highly paid) engineers, salespeople, scientists, physicians, and other professionals. The problem is that in many industries there aren't enough of them to go around-and the situation promises to get worse. In this article, Dewhurst, Hancock, and Ellsworth of McKinsey & Company examine how companies can redefine the jobs of their experts, transferring some of their tasks to lower-skill people inside or outside their organizations and partnering with external providers for work that requires scarce skills but is not strategically important. Redesigning jobs so that prized experts are freed up to do the work that only they can do involves four basic steps: identifying the gaps between the talent your firm has and will need; creating narrower, competencies-based job descriptions in areas where talent is scarce; choosing from various options for filling the skills gap; and rewiring processes for talent and knowledge management to accommodate the new way of working. The authors' research and experience show that redesigning jobs in this way can help companies not only address skills shortages but also lower costs and increase job satisfaction.